Transforming the Learning Function

Harnessing learning to drive innovation and performance

Building sustainable performance means organisations have to be able to adapt at speed to changes in their environment. Therefore organisations’ capacity to learn and reinvent themselves is a critical capability today.

This webinar explored the state of play in the learning function today, how well equipped it is for success in today’s business context, and where the opportunities lie for improving performance.

Listen to this CRF webinar to learn more about recent CRF research on the topic and to receive practical tips on transforming L&D function within your own organisation.

A core challenge for the Learning function today is how to develop the capacity to learn at the organisational – and not just individual – level. At the same time, the design and delivery of individual learning is moving away from predominantly face-to-face programmes, towards virtual, mobile, just-in-time learning. Together with recent advances in our understanding of how adults learn, these forces combine to redefine the purpose and role of the Learning function.

This webinar explored how organisations are reshaping their learning functions to address these challenges, as well as trends and forces shaping the future of learning. Listen to the discussion to learn about the following:

How does the Learning function need to develop and rethink its role to meet the needs of organisations today?

How can we align L&D strategy with business strategy and organisational priorities to maximise impact?

How can we make the most of learning technology without being seduced by shiny new products that promise a lot but don't necessarily help us advance the business agenda?

How can your HR function evaluate the outcomes of learning activities?

A number supporting white papers and articles on the topic are also available for download from our resources section here.

It has been twenty years since Dave Ulrich introduced the concept of the HR Business Partner in his book “HR Champions”. Good HR business partnering is at the core of good HR and is the foundation for many HR transformations and reorganisations. But what makes an effective HR Business Partner?

From April 2017, all UK employers with a wage bill greater than £3 million are subjected to an apprenticeship levy of 0.5% of total pay bill. This is to fund the training of Apprenticeships. Employers are required to pay the full levy regardless of whether they subsequently draw apprenticeship funds. Business Services companies need to understand what their financial contribution is and, more importantly, how to go about maximizing return on their apprenticeship levy. Read the full article by KMPG to understand the process and necessary steps.

In the second article from "Progress", CRF's e-magazine, we look at learning from a different perspective – a crisis. Matt Nixon, Principal at Disraeli Group, shares his tips on what to look out for when a crisis breaks to learn from it and survive the next. Matt also provides tips for HR professionals.

When was the last time you learned something that really made a lasting impression? Odds are, it relates back to a particular experience, situation or interaction that continues to shape your thinking. Experience is the best teacher and we humans are built to learn from our experiences. As a CLO, HRD or a top executive focused on learning within your organisation, it is vital to instil this experiential component into your learning and development offerings to achieve your objectives. This article from Duke CE discusses experiential learning and its uses in organisations.

Karen is a CRF Associate. She has worked extensively across all sectors on the issue of organisation effectiveness, particularly developing sustainable strategic capability. She has also published books on the global aspects of effectiveness – ‘Leading International Teams’ & ‘Globalisation: The internal dynamic’.

Karen has extensive experience working with high potential leaders globally and in the last nine years has conducted targeted research into the challenges of attracting and retaining the talent needed to lead organisations healthily in times of complexity and ambiguity. Recent clients include Tesco, G4S, UK & UAE Civil Service, AB Foods, a global humanitarian agency, Lloyds, John Lewis, Zentiva and Marketform.

Karen is an accredited Power & Systems facilitator and finds this approach to be transformational particularly for leaders in mature organisations, freeing their energy for change and creating healthy and human workplaces. She is an effective keynote speaker as she brings practical depth and breadth to her contributions.

Gillian has worked as a senior HR practitioner and OD specialist for several organisations including Swiss Re, Vodafone and BAA. Prior to her HR career, she was a management consultant with Deloitte Consulting and is also a qualified solicitor.

As CRF’s Research Director, Gillian has written various reports and papers on subjects including HR strategy, organisation design and development, leadership development, talent management, coaching and diversity.

Tracey is the Head of People Development and Comms at Sky UK. Sky is Europe’s largest entertainment company with 22 million customers in five countries. Tracey’s experience in learning, leadership and talent spans nearly15 years. She has worked across multiple industries including media andtelecommunications, mining, transport and logistics, employment services, andrecruitment, in both Australia and the UK. Her work has taken her to Arctic Circleand 150m below ground looking for diamonds. Tracey is on a mission to help Sky become a modern learning organisation, and she is a passionate advocate of Agile as a means to achieving this.Tracey also has a Master’s degree in Clinical Psychology and a professional qualification in Executive Coaching.

Mark Williamson leads KPMG's Learning Solutions business in the UK which provides our clients with end to end learning solutions to address their skills, workforce and leadership development needs both in the UK and Globally. Mark's experience spans industry sectors, including Defence, Industrial Manufacturing, Telecoms, Financial Services, Public Sector, Consumer Markets and Pharmaceuticals, leading some of the largest workforce and learning transformation programmes for these clients. Mark has over 25 years of experience, working in industry for Rolls-Royce and for a number of other global professional services organisations prior to KPMG. He is a frequent industry commentator and co-author of the well-established book guiding organisations in HR and workforce transformation - "Transforming HR - Creating value through people" - published by Elsevier.

Peter is a member of the Ericsson L&D Leadership Team where he has responsibility for developing world class learning practices for improved business success. He works closely with the CLO on strategy & transformation; coordinates learning across Ericsson’s 5 Market Areas and leads the centre of excellence for the learning function. Previously he spent 3 years as Head of Learning for Region Western and Central Europe with other Ericsson roles including UK Competence, Talent and ER Director; Head of UK HR Operations plus a variety of HR Business Partner roles. He has now clocked up over 30 years’ experience in Learning & HR having previously worked in Philips Electronics and IBM.